Companies are constantly evolving to increase their competitiveness, reduce production times, introduce new high-quality products, and more. What's more, transformation has become a way of life for most companies.
This need for transformation requires significant effort. However, one in three plans fails to achieve its objectives. A pragmatic, hands-on approach helps to avoid the main pitfalls of transformation.
Our approach
We propose a 3-step adjustable methodology to define and implement a transformation plan:
1
Integration and analysis
Collective awareness of identified problems
- Evaluating existing initiatives
- Identify and formalize problems through interviews at all levels (from operator to division manager, including support functions)
- Analyze data to determine root causes of problems
- Share findings and generate awareness of problems identified by all teams
4 to 6 weeks
2
Mobilizing teams and defining the transformation plan
Mobilize teams to prepare the transformation plan
- Deepen analysis if necessary
- Convincing operational teams and support functions that transformation is possible
- Align operational teams and support functions on common objectives
- Define solutions based on levers / areas for improvement identified with all teams
- Set up project governance (managers, mobilized teams, project reviews) to steer the transformation
4 to 6 weeks
3
Launching and implementing the transformation plan
Implement the transformation plan and monitor priority actions
- Communicating the transformation plan to employees
- Define action plans for each lever identified with teams and identify pilot projects
- Strengthening the chain of command
- Deploy solutions defined with operational teams in the field
- Set up operational reviews to steer initiatives
- Adjusting solutions
3 to 6 months
Our Experiences
Transformation of several industrial sites of an aircraft manufacturer
Production ramp-up plan: Diagnosis and implementation of Operational Excellence levers across all functions, internal workforce of 1,500 to 3,000 people
Transformation of a major player in the Ile-de-France transport sector
Simplify operational processes, optimize costs and improve service quality
Transformation of a division of a major defense player
Complete overhaul of the CODIR organization and main functions (Production, Quality, Industrialization, etc.), securing industrial operations in terms of deadlines and costs
Transformation of a world leader in environmental services
Definition of a 3-year plan to generate savings and synergies between 4 branches of the organization
Our latest publications
Clear findings, proven methods, and measurable results to manage complexity, from scoping to execution.
How can you successfully transform your operations?
To better understand the challenges and conditions for successful operational transformation, we surveyed around 100 executives who answered our four questions.
Contact us
David Dumery
Senior Partner
Raphael Larreur
Senior Partner
